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Navigating the FedEx Contractor Model with Amy + Dave Byers — Transcript

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0:00Welcome to Industry Insights with Route
0:02Consultant, your front row seat to the
0:04fast-moving world of logistics and
0:06beyond. Each week, we bring you
0:08gamechanging insights, real world
0:10strategies, and fresh perspectives to
0:12fuel smarter investments and build
0:15stronger businesses. Join us as we sit
0:17down with expert guests to explore
0:19emerging trends and pressing topics
0:22across a wide range of industries. This
0:25is Industry Insights.
0:27[Music]
0:29We are back in the studio with Dave and
0:32Amy Buyers. And this time we're going to
0:34talk a little bit about something that I
0:36think people don't always get right or
0:37don't always understand properly when
0:39they see this space for the first time
0:40or even if they've been in it for 10, 20
0:42years. So I want to talk a little bit
0:43about the contractor model and how we
0:45actually relate to FedEx. So you're an
0:48independent service provider, an ISP
0:50with FedEx or a transportation service
0:53provider, a TSP. What does that even
0:55mean when you're talking about who you
0:57are when you relate to FedEx? What do
0:59you think of FedEx as in this model? So
1:01for us, FedEx is the customer. Okay.
1:03100% customer. Um we are a vendor. We
1:06carry a vendor badge. Our employees
1:08carry vendors vendor badges. They are
1:10employees of Slicker Trucking. Um so
1:12there is an armslength relationship. And
1:15what that arms length is is the ISP or
1:19TSP agreement that we sign. That's the
1:22the distance between our customer and
1:25our employees. That's the separation.
1:27And I think that um independent service
1:30provider agreement ISPA is PND and TSPA
1:34is line hall and we are both um so we
1:37have to follow all the rules and they're
1:39different um in each in each sandbox if
1:42you will. Yeah. And you know we call
1:45them contractors. you know, how back
1:48when the model was IC, when it was
1:51actually just an independent contractor,
1:53how do you think about what today is
1:54versus what that was? You know, what's
1:56the change there in the model and what
1:59you are as actual relationship to FedEx?
2:02I I would think back in the back in the
2:05day, it was focused more on just a
2:07single van contractor model. There was
2:09there were so many of us and that's kind
2:11of what it was focused on. But over
2:12time, it's evolved into more of a
2:15multivan contract. And now we truly run
2:18it as a business. We have HR support. We
2:21have payroll. We have payroll taxes and
2:24benefits and 401ks and and we've never
2:27had that. We didn't have that back in
2:29the day. It wasn't even it wasn't even
2:30brought up. So now we we actually run it
2:32as a as a true corporation. Yeah. And I
2:35think from the FedEx standpoint is I
2:37don't think that the contract has really
2:39changed all that much. Um but our
2:41expectations that are in the contract
2:43have obviously grown quite a bit.
2:45Compliance, audit, um just you know
2:49regulations, uh guidelines and things
2:51like that that are built in the contract
2:53now, but the relationship really hasn't
2:55changed a ton. Um it's still that
2:57buffer. Uh but I think that it does get
2:59muddy. Um you know that FedEx is asking
3:02me to do this or FedEx is asking me to
3:03do that or a customer wants us to do
3:05this. Um and at the end of the day it's
3:07not. Uh it is in fact whether you're an
3:10ISPA or a TSPA and you've signed those
3:12agreements um or if you're an ISP TSP
3:15and signed those agreements. Um I think
3:17the big thing is that those are
3:19guidelines that you've signed. If you
3:21read it, you should read it. Um I have
3:24one with me almost all the time. If we
3:26travel, we have it with us. Um I have
3:28them printed out uh at my desk so I can
3:31reference it quite a bit. Um, I'm very
3:33much always in safety, safety and driver
3:35qualifications because that's kind of my
3:37bubble. Um, and the managers and and
3:40Dave are constantly asking me questions
3:42about what section of the contract
3:43that's in and what does it say? How do I
3:45treat this? Um, but it's never um, well,
3:48FedEx wants us to do this or FedEx
3:50terminated my guy or FedEx DQed my guy.
3:52Well, that that happens, but it's not.
3:55Um, you signed an agreement that held
3:57you to an end result based on what
4:00you've agreed to. So at the end of the
4:02day, yes, FedEx had you sign the
4:04contract, but you signed it. Um, so now
4:06these are things that you have to adopt
4:08and put into your business. So the
4:11relationship with your HR team and your
4:14references need to be between Slickers,
4:17ISPA, and the employee. Uh, and that one
4:20does get, like I said, it gets super
4:22muddy because what do we do? We service
4:24FedEx. Um, and it just it gets blurry.
4:27Um so I think um understanding that I I
4:29always talk about you know stay in your
4:31lane or know your role or you know we
4:33can use all these like fun things but at
4:34the end of the day it's very easy to
4:36manage when you take that understanding
4:40not easy to manage all the things but
4:42easy to understand um a better
4:45understanding of who we are in the
4:47network gives you a better understanding
4:49of how to manage your business and
4:52that's I think the easy part of just
4:54stop looking at it one way and and
4:56really manage it as your own. The cool
4:59part about it is they do let you manage
5:00your own business. Right, wrong, or
5:02other, it's yours to manage. They don't
5:04want to manage it. Um, so, but they're
5:06giving you the guidelines. You've signed
5:07the contract. You stepped into the
5:09sandbox with all the tools and all the
5:10things that you have to do. Um, and now
5:13you have to execute per the agreement
5:15that you signed. Um, so nothing's
5:18forced, nothing's, you know, kind of
5:21mandated outside of what's mandated in
5:23the contract, which again, you agreed
5:24to. So, I think it's that relationship
5:27between are they a partner, are they a
5:29vendor, you know, are we a vendor, are
5:31they a customer, and what that looks
5:32like. I don't think necessarily the
5:34contract has changed a ton. Um,
5:37expectations of when Dave was one guy.
5:40It's just the things that are now
5:41expected of us have grown quite a bit.
5:43And then, you know, little things of how
5:45we pay people. You're obviously not 1099
5:47anymore. And there's some protections.
5:49Um, but I really don't think being the
5:51compliance girl, right? the one in the
5:53office that's kind of putting the HR
5:55things together. I don't think there's
5:57one in there that I would say, "Well,
5:58that's just that's just dumb, right?"
6:00Like, there's things that you have to
6:01do. And at the end of the day, when we
6:03lean in, it it's made our company
6:05better. Uh, but you're not dealing with
6:08a mom and pop anymore, right? You're
6:10dealing with a company that is a full
6:12organization. Um, and we need to
6:13communicate like a full organization,
6:15and you need to run your business like a
6:16full organization and read the contract
6:18and know what you've signed up for.
6:20Yeah. So, maybe more loosey
6:23goosey, hey, where the packages, you
6:26know, maybe when Dave was one guy, one
6:28truck, those compliances and checkpoints
6:30weren't there. Um, but they've, you
6:32know, but every year you have a clear
6:34opportunity to sign or not sign. Um, so
6:37you're walking into that, like I said,
6:38you're kind of jumping in the sandbox
6:40with both feet. Um, so I think that's a
6:42a big difference. Um, yeah. And and
6:45really understanding FedEx as your
6:47customer, like you said, not your
6:48partner. They're not your business
6:49partner. They're not your employer. Uh
6:52so how do you see people getting that
6:54wrong? Like what what are the the
6:55problems that could come from not
6:57properly understanding what the
6:59relationship really is between you and
7:00FedEx? Um so I think if you are in the
7:03transportation industry and you just
7:04think of a example outside, right?
7:06You're ABC trucking and you're going to
7:08go for bid, right? And Josh owns this
7:10company and I want to service your
7:12contract and I win the bid. Um that's
7:15the same relationship, right? like you
7:17have the opportunity to to service that
7:20customer. So I would see you and your
7:22company as a customer. I wouldn't see
7:24you even if we're friends or even if
7:25we're friendly. You there's a line where
7:28I've agreed to provide services to you
7:31and you are my customer. And I think
7:33that line gets blurred. Um whether it's
7:36interpretation at the terminal level. I
7:37think that has a lot to do it of how
7:39terminal managers or local managers
7:42treat the staff and the demands that
7:43they make instead of presenting them
7:46with the issue and allowing us to
7:48problem solve it based on what's in our
7:49contract. So I think that makes it a
7:51little bit muddy. Um but again, not bad.
7:53They're trying to help. They're trying
7:55to relate and communicate. And I think
7:58um you know Dave always says like you've
8:00never been in a truck, you've never even
8:01gone on a ride along. How do you know
8:02what we do? Um so those are some some
8:04hard things um to have the the
8:06relationship. But I think over almost 20
8:08years, Dave's earned 25 because we
8:12actually know people from Columbus when
8:13Dave was a package handler that are now
8:15running terminals up north um where we
8:18service. Uh but I think um having those
8:21relationships whether you consider
8:22yourself friendly or you know co-workers
8:25or whatever that looks like your
8:27colleagues in this in this industry that
8:30you're playing in the sandbox with right
8:32at the end of the day they are our
8:34customer. Um, so the answer that Dave
8:36pushes forward is always say yes, right?
8:38We're gonna we're gonna make it go away.
8:40We're going to fix it. We're going to do
8:41it. We'll make it happen. We'll cover
8:43it. Um, no different than if you went to
8:45a restaurant and you wanted your food
8:48cooked the right way or every customer
8:50vendor relationship has expectations.
8:53Um, and this one is, you know, very
8:56complex. It's gotten much more complex
8:57over the years, but that I think is
8:59where that fuzzy or muddy, you know,
9:02relationship. Um and some terminal
9:04managers keep it very black and white
9:06like this is you know we are your
9:08customer and some you forge
9:10relationships with. Um but at the end of
9:13the day the contract is going to hold
9:14you um you know to disqualifications and
9:17requirements and hiring requirements and
9:20truck requirements and timelines and
9:22service and all the things. Everything
9:24is in that contract. It is. It's a
9:26wealth of information and I think when
9:28you jump in there's really only two or
9:30three sections that you need to put your
9:32nose in. Everything else is you know
9:34leases and you know very very simple um
9:37you know documents that are you know
9:39more um black and white but the ones
9:41that are to be left to interpretation I
9:44think um are the ones that and those are
9:47the ones that we take a little bit
9:48harder um because as contractors we do
9:50wear our contract on our sleeves, right?
9:53We're super proud of what we do. Um,
9:56we're very passionate about our
9:58employees and and what we do and how we
10:00do it. So, when it's a contract level,
10:04no, no, or a contract level, it's well,
10:06FedEx is making me do this or the
10:08customers asking me. No, no, it's it's
10:10it's in schedule I or it's in schedule,
10:13you know, it's in the schedule. So, you
10:14have to read it. Um, and you have to
10:16know it and and beholden to it and
10:18really um, you know, service that
10:20contract because whether they looked it
10:22over the other other time or you didn't
10:24do it, you want to make sure that you're
10:25you're operating to the letter of the
10:28contract. And once you embrace that, it
10:30becomes a lot easier to be an ISPA or
10:33any ISP and a TSP because you know what
10:36the rules are. You know, when you got
10:37into the sandbox, what you're being held
10:39to instead of saying like, "How did this
10:41happen?" You're like, "Well, it's in
10:426.4. You just weren't looking." you
10:44know, it's not fine print. It's there
10:47for you to review. So, I think that's
10:49the and if you lean in and embrace it,
10:51it becomes a much richer relationship
10:54with your customer that provides growth
10:56opportunity and a little bit of
10:59forgiveness and a little bit of, you
11:00know, conversation even um to when you
11:03have those bad days, you can call and
11:05Dave has a good relationship. He's like,
11:06"Hey, man. I I get it. Like, tough day.
11:08Guy walked out or guy got sick or guy
11:10had to leave and we're going to do our
11:12best, but we'll catch up tomorrow. we
11:13have a plan. Um, and I think that's um,
11:16he's become very respected in that way.
11:18Uh, so I think that's the important
11:20piece of that customer relationship is
11:22rel realizing, you know, any other
11:25trucking industry, you go for bid. You
11:27have all these trucks and you need a new
11:28contract. Uh, you're one of five or six
11:31that are bidding on it. Um, and the
11:32ability that FedEx gives us to
11:34renegotiate without going out for bid is
11:37actually a really fantastic privilege
11:39and benefit of, you know, as long as
11:41you're doing the right things. Yeah.
11:43there's that. But it I mean it is like
11:45when you're going out for bid, your goal
11:46is to know what they expect and to fight
11:48to maintain a high level of customer
11:50service so that they continue to come
11:52back to you or may choose you in the
11:53future. And it's the same here except
11:55for like you said, we get the benefit of
11:58having, you know, we have the rights to
12:00this this lane or these zip codes and
12:03it's just that they have laid out in a
12:06contract the things that they are
12:07expecting of you and we have signed that
12:08contract. But at the same time, I do
12:11think it what you're saying is correct
12:13that it's it's a mental shift to a
12:15certain extent of understanding how this
12:16is and embracing it because it can be
12:18hard to just, you know, feel like this
12:21person, especially when you're talking
12:22about a terminal manager, one person.
12:24Yeah. That that you see often, maybe not
12:26every day, but often. And you're like,
12:29that is the problem is my relationship
12:30to him. But ultimately, it is this
12:33person's a tough terminal manager. They
12:35won't let me do this and this. And the
12:37other good thing is I think um Dave as
12:39you've mentioned a lot of times is they
12:40give you a ton of chances, right? Like
12:43they give you the tools whether
12:44sometimes they're not 100% transparent
12:46or maybe they are, but they give you
12:48Spotlight, they give you the DSW, they
12:50give you FCC, they give you access to
12:53what's going on in your business. And
12:55then you add in amazing technology like
12:58Groundcloud or, you know, some of these
13:00other, you know, Truck Spy or whatever
13:02these monitoring, you know, whatever
13:03you're in. Um, you know, there's from
13:07ground cloud to my ground force to what
13:09I mean there's a thousand of them,
13:10right? That that are there to help you.
13:11Tire savers, RCPA with field cards. You
13:14have all the tools to run your business
13:16and to manage it. So, when you're not
13:19doing great, it shouldn't be a surprise,
13:21right? You've stepped outside the
13:23sandbox, right? You've broken some rules
13:25or you're missing the mark on some
13:27things. Um, so I think that's the key is
13:30to get ahead of it. Uh, but nothing
13:32should be a surprise. If you know your
13:33contract and you know who you are, know
13:35your role, then nothing should be a
13:37surprise. And FedEx is fairly forgiving
13:40on some things. Some things they just
13:42can't move the needle. Um, when it comes
13:44to disqualifications and integrity and
13:45things like that, there are some hard
13:46lines. You should know those things. But
13:49as far as, you know, the opportunity to
13:50cure, curative letters, letters of
13:52intent, um, or letter of asurances,
13:54things like that, like those are things
13:56that if I were doing business with Josh,
13:58Josh would be like, "Yeah, I'm going to
13:59go with that guy cuz that was a little
14:00bit of a problem last year." Um, and
14:02FedEx is not like that. Our customer
14:04wants us to be here. Um, even though
14:06sometimes it gets super bumpy, but
14:08they're very transparent about what that
14:11relationship has looked like over the
14:12past year. Yeah. So, we talked some
14:17about how that impacts, you know, your
14:19relationship with the actual customer.
14:20How does that dictate your relationship
14:22to your actual employees? How do you
14:24inform how you like have to actually
14:27hold them accountable? How does it go
14:28into things like an employee agreement?
14:30How how do those things? Yeah, we just
14:31had that um with one of our drivers. Um
14:34Dave, we had a really tough
14:35conversation. Good guy. um just had some
14:38you know had some misses on signatures
14:40and it became a big integrity issue and
14:43we went back to the contract and the
14:45contract you know was like well the
14:46managers my VCs were like hey FedEx is
14:48DQing this guy as a Friday and I'm like
14:51no we should DQ him because in our
14:53contract it says that that's a zero
14:55tolerance you know that we will not
14:57assign services to any personnel that
14:59does this so um you know it's a sticking
15:02point with some of the things and we are
15:03having conversations with um our
15:06customer to allow us to maybe change or
15:08or mold maybe what that looks like going
15:10favor forward. So is there a depth or a
15:13level or um you know is there retraining
15:15that can be done or what does that look
15:17like? But right now um I read the
15:19contract and we had to terminate that
15:21employee and not because FedEx told me
15:23to because that's what my contract says
15:25I need to do. So I agreed to that and I
15:28had Dave and I had to have the hard
15:30conversation when my business actually
15:31says I'm going to retrain based on Ohio
15:34guidelines. I'm going to do all this
15:35stuff.
15:36um you know I'm going to give them an
15:37opportunity to fix it and you know
15:39disciplinary track that didn't stick
15:41this time. So understanding kind of what
15:44that relationship looks like um we are
15:46completely shifting our handbook. We're
15:48giving much more transparency to our
15:50employees of the zero tolerances, the
15:5436, you know, the 36month suspensions.
15:57Um even what a DUI looks like and what
15:59an SAP program looks like for that. So
16:02we're doing a little bit more
16:03communication. Uh but I think that's
16:05the, you know, that's the tough part is
16:07that's the agreement that he signed. I'm
16:09held to it. I have to hold the employees
16:11to it. And we have to also educate with
16:13our BCS so they know what to do when
16:16something happens. It's just like
16:17reporting an accident. Do you look the
16:18other way and hope they don't catch you?
16:20No, you have to lead with integrity and,
16:23you know, take it on the chin and report
16:25it when it's reported. And sometimes
16:26it's, you know, it's super uncomfortable
16:28to do the right thing. But the
16:30contract's there to hold you to doing
16:31the right thing by your customer. And I
16:34always say, you hear me say it all the
16:35time, my only customer. So I don't have
16:38in the trucking industry like I go out
16:39to bid with Josh and I go out to bid
16:41with these other people. I don't have
16:42that. FedEx is my only customer. So I
16:44can't screw it up, right? And you have
16:46to do every day you have to get up and
16:48and monitor those contracts and play in
16:50the sandbox with the rules that you've
16:52agreed to. So I think that's the the big
16:54thing. Um and again it's not hard and
16:57it's not icky and it's not, you know, no
16:59one's screwing you. I think it's just
17:01once you change that mindset that a
17:04better understanding will lead to a
17:06better understanding. It really does
17:08open you up to running your business
17:09better and having a more respectful and
17:12an open relationship with our customer
17:14and and I think ultimately that is
17:16really important for having productive
17:19conversations with the with the customer
17:21with about you know changing or at least
17:25being open to to modifying some of these
17:27policies that are grayer. So, you know,
17:30if you're constantly the person who is
17:32just bashing the customer and talking
17:35about how it's all their fault that they
17:36are, you know, the the problem in the
17:39network is them exclusively. Then when
17:41you come and you then have a problem
17:43that you're actually trying to resolve,
17:45it's difficult to have those
17:46conversations when they know what you're
17:48coming from and they haven't seen a
17:49bunch of open, you know, kind of
17:50transparent, productive conversations
17:52from you in the past. Whereas if your,
17:54you know, your baseline is, I understand
17:56the contract. I understand what's
17:58expected of me. I've signed that
17:59contract, but I still see some issues
18:01with X, Y, and Z. Here's some data.
18:04Here's some reasons I want to have this
18:05conversation. It's very different from
18:07the customer's perspective, and it's
18:09much more likely to be, you know,
18:10effective. Yeah. Yeah. Yes, definitely.
18:13um they're more open and amanable to
18:15having conversations when you're um
18:17communicating with data and fact and and
18:20pointing to maybe some things or
18:22misinterpretations in the contract. Can
18:23you just clarify? Um so those things
18:25those definitely and again when you sign
18:28the contract and understand that you've
18:29signed it right they're your rules and
18:31regulations even if they're fuzzy um in
18:34your in your mind you can ask for that
18:35clarity but you know it's not they're
18:38not just out there to to smack you
18:39around. Um, and I think
18:43other pizza shop, things like that. I
18:46mean, there are so many benefits to this
18:49network and the way that the contract um
18:51is written, right? We get paid every
18:53Friday for over, you know, almost 20
18:56years. The check always comes. Sometimes
18:58it's wrong, sometimes it's right,
18:59usually it's right. Uh, but they always
19:00fix it very quickly. Um, so I think
19:03that's a a plus. um when we've been in
19:05other consulting businesses or service
19:08businesses where we have to wait for the
19:1015-day net or a 30-day net or somebody
19:13pays late. Um so there's a collection
19:15process like that doesn't happen. Um
19:17with our pizza shops, we have to
19:20advertise, right? So there's a budget
19:22that we have to then pay out to get new
19:26customers. Well, guess what? We don't
19:28have to do that, right? You sign the
19:29contract, the boxes come. they always
19:31come, you know, and that's the beautiful
19:34thing is that it's a security, right?
19:36And and in if you get too far away from
19:39it and too much in this, you know,
19:41they're my partner, they're supposed to
19:42be treating me better, blah, blah, blah.
19:43And you're not leaning into what the
19:45relationship really looks like, you
19:47forget those benefits. You forget that
19:49you don't have, you know, any accounts
19:51receivables when it comes. It's there
19:53every Tuesday. You know, you know what
19:54you're getting and then on Friday there
19:55it hits. Um, so there's some really
19:58positive things. the contract
20:00renegotiation, the fact that I don't
20:01have to go out for a bit if I've been
20:03doing all the things the right way, um
20:06growth opportunities, you know, um and
20:08then the marketing, right? I don't have
20:10to do that. Come summer, hopefully FedEx
20:12is going to, you know, fill my funnel.
20:14they're going to be out there with their
20:16sales force and they're going to be
20:18leaning into new relationships and
20:21things to to bring us the volume so that
20:23we can continue to employ and and grow
20:26and do, you know, maintain the trucks
20:27and do all the things that we need to
20:29do. Um, so I think that's just the
20:31biggest, you know, understanding um, you
20:34know, when it comes to vendor, partner,
20:38friend. Yeah. Yeah. Yeah. And and you
20:41know there's all kinds of things to
20:42understand about this model and and I
20:44don't want to discount and say that
20:45people won't struggle you know that it's
20:47that it's not like there are things that
20:49happen in the model there are things
20:50that happen in this business where you
20:51you will struggle there there are
20:53entrepreneurs that will struggle and
20:54will not succeed in this business but
20:57most small businesses fail you know most
21:00of them do and they most of them fail
21:01quickly and you think about this I see
21:03people come in all the time that you
21:05know they get into this business and
21:06they last for 10 20 years it's it's a
21:08really strong model for a way to be an
21:10entrepor reneur with a lot of security
21:12compared to just about anything else
21:13that you jump into. So, there are pros
21:15and cons. There's things to understand
21:17about the model, your relationship to
21:19FedEx, and you should go in eyes wide
21:21open because you're signing that
21:22contract almost day one. Yeah. So, make
21:24sure you know it. But at the same time,
21:26just like you're saying, I think it's
21:27really important to understand how that
21:29model impacts you, but also the benefits
21:30that come from that type of model. Yeah.
21:32And there and there are ways. I know the
21:33the big, you know, kind of elephant in
21:35the room when we talk about the contract
21:36is the financial piece. Um where people
21:39are are struggling. Um there's there's
21:42plenty of opportunities along the way to
21:44provide hard facts and data. Um and if
21:46you're not getting that conversation
21:49opened with your local team, there's
21:51ways to escalate and there's ways to
21:53escalate. There's always someone that's
21:54willing to listen. Um whether that's,
21:57you know, something that you're you're
21:58doing wrong or you need to, you know,
22:00trim the fat or or maybe you're doing
22:02everything right and there's just
22:03something that's a miss. Uh but I think
22:05those are, you know, definitely things
22:06that you have that path to ask
22:08questions. You're not just stuck. I
22:10mean, if if I were doing business with
22:12Josh and his company, if I signed that
22:13contract and things changed, I might not
22:16be able to change things. Um, but there
22:18are things that we're stuck when, you
22:19know, when the economy changes, we don't
22:21get to say, "Okay, well, fuel's $2 more
22:23a gallon, so I'm going to push that on
22:25to you, right?" It's we have to get a
22:28little bit creative. So, we do
22:29understand we're not immune to any of
22:31the, you know, uncomfortable things that
22:34happen in trucking um or two engines go
22:37at the same time. That's tough, right?
22:39That's that's uh capital and credit card
22:41bills and things that cause you a lot of
22:43stress. But again, I think this is one
22:45thing that Dave and I lean into as far
22:48as understanding that contract and it
22:49really does give us a better
22:50understanding because even our managers
22:52are like, "Hey, they're doing this and
22:53they like, "No, no, we agree to that and
22:56now we have to make good on it." Yeah.
22:58It impacts how we operate, but we did
23:00agree to it. Yeah. But we did agree to
23:01it. Yes. It feels very icky today to let
23:03that driver go. But, you know, he also
23:05kind of should have known better. So,
23:08perfect. Well, I This is a topic that
23:10you could dig into all day. There's all
23:12kinds of things. So, I I appreciate you.
23:14I think it's it's just important to
23:15rightsize the thought process on what
23:18your role is and how you fit into the
23:20FedEx equation and how they are your
23:22customer. Yeah. Thanks, Josh. Yep.
23:24Thanks, guys.
23:26[Music]

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